Historically, the integration of manufacturing methodologies into the office environment has proven to be problematic. Part of the difficulty lies in the fact that process workflows tend to be globally dispersed and thus rely heavily on information technology. But in complex service systems that contain a mix of employees, consultants, and technology, standardized protocols have been shown to reduce cycle time and transactional cost as well as improve quality. The successful application of Lean methodologies to improve process workflows is an efficient way to simplify operations and prevent mistakes. In "Lean Six Sigma for the Office", Six Sigma guru James Martin presents proven modifications that can be deployed in offices, particularly those offices involved with global operations. Making use of Kaizen and Six Sigma concepts, along with Lean manufacturing principles, this book instructs managers on how they can improve operational efficiency and increase customer satisfaction.The author brings experience gleaned from his application of these methodologies in a myriad of industries to create a practical and hands-on reference for the office environment. Using a detailed sequence of activities, including over 140 figures and tables as well as checklists and evaluation tools, he demonstrates how to realize the rapid improvement of office operations, and how to eliminate unnecessary tasks through value stream mapping (VSM). The book also emphasizes the importance of strategic alignment of Kaizen events and the impact of organizational culture on process improvement activities. Latter chapters in the book discuss key elements of a change model in the context of transitional improvements as they relate to the process owner and local work team. By applying the proven principles found in this book, effective and sustainable organizational change can be accomplished, efficiency can be improved, and mistakes can be eliminated.

Table of Contents

I. Step 1: Align Improvement Opportunities Strategy Alignment What Is Kaizen? Strategic Alignment General Deployment Strategies Reducing System Complexity Outsourcing Processes How to Deploy Lean in Three Steps Important Elements of a Lean System Project Identification Lean Supply Chain Conducting a Lean Assessment Breaking Down High-Level Goals and Objectives Project Identification--Process Analysis Typical Project Examples Key Metric Definitions Project Charter Example Prioritizing Projects Lean Six Sigma Basics Understand the Voice of the Customer (VOC) Create Robust Product and Process Designs to Reduce Complexity Deploy Lean Six Sigma Teams Performance Measurements Create Value Stream Maps (VSMs) Eliminate Unnecessary Operations Implement Just-in-Time (JIT) Systems Supplier Networks and Support Implement Visual Control and Pull Systems--Kanban Continually Update Process Technologies II. Step 2: Plan and Conduct the Kaizen Event Kaizen Event Planning Prepare for the Kaizen Event Kaizen Event Communication Letter Kaizen Event Kickoff Agenda Conducting the Event Evaluate the Kaizen Event Data Collection and Analysis Value Stream Mapping Brown-Paper Exercise Process Characterization Simple Analysis of Process Data Process Mapping--SIPOC Cause-and-Effect (C&E) Diagrams Five-Why Analysis Histogram Pareto Chart Box Plot Scatter Plot Time Series Graph Control Charts Example: Analyzing Job Shadowing Data Example: Inventory Analysis and Reduction Process Improvement Common Process Changes Control Tool Effectiveness and Sustainability Root Cause Analysis and Improvement Strategies Examples Using Common Process Workflows Identifying and Prioritizing Improvement Opportunities III. Step 3: Implementing Solutions Building a Business Case for Change Change Readiness Project Transition Building a Business Case for Change Cost--Benefit Analysis Key Stakeholder Analysis Infrastructure Analysis Scheduling Process Change Activities Communication Implementing Solutions Key Questions Control Plan Requirements Important Control Tools Statistical Process Controls Measurement System Improvements Failure Mode and Effects Analysis (FMEA) Other Control Tools Quality Control Plan Communicating the Proposed Changes to Management Follow-Up Activities Creating Metric Dashboards Reinforcing New Behaviors and Organizational Change Process Change across Global Supply Chains Conclusion Appendix 1: Crystal Ball(R) Software Appendix 2: Minitab(R) Statistical Software and Quality Companion by Minitab Appendix 3: Figures and Tables Glossary Index

About the Author

Six Sigma Integration, Inc., Rehoboth, Massachusetts, USA